Page 37 - BCML AR 2019-20

large enough call to influence the entire Besides, the SOP-isation of BCML will
organisation for the good or otherwise. decentralise decision-making closer
to the points (shop-floor or otherwise)
At BCML, we recognise that if we are where such decisions need to be taken.
to graduate from one level to another, Investment in process automation will
we will need to build an organisational enhance operational efficiency. Access
momentum where our actions are guided to periodic feedback could strengthen
by a process backed by our business process integrity. Selective investments
fit, terrain relevance and desired risk could increase the efficiency of legacy
appetite. We believe that by graduating manufacturing units towards the standard
from a dependence on individuals to of relatively new units. A closer strategic
a responsible reliance on a system, networking between manufacturing units
we will have created a framework for and the corporate office could strengthen
business predictability, profitability and a consolidated ‘One Balrampur’
sustainability across market cycles.
personality across constituents.

Consensual decision making

The new BCML is creating a platform a number of things: integrate the
that makes it possible to aggregate knowledge and experience of diverse
consensual decision-making without professionals, adequately represent all
compromising its entrepreneurial fabric. verticals in the strategic exchange and
ensure that the active ferment of opinions
In the conventional organisational helps us arrive at informed decision
architecture, most major corporate making.
decisions would be taken by a handful
of individuals with experience and Besides, this broadening of the strategic
knowledge. platform is a decisive initiative in
extending BCML from a promoter-
In a reinventing organisation, we believe driven company to a professional-driven
that there is room for a wider pool of institution across the coming years where
knowledge to enrich the quality of the senior management bandwidth
centralised decision-making.
is liberated to focus on strategic A closer
We believe that this centralisation opportunities. strategic
will make it possible for us to achieve
networking
By the people, of the people between
manufacturing
The new BCML will be influenced by that when we invest in the continuous units and the
how well we manage the single biggest training of our people, we would be corporate
resource available to us – not just how inspiring a sense of trust. We believe
well we manage our people but by how that when we set up feedback capturing office could
well we manage the right people. mechanisms of our people that can be strengthen a
escalated to the senior management, consolidated
This places a priority on selective we would be strengthening a culture
recruitment, strengthening our of involvement, ownership, continuous ‘One Balrampur’
meritocracy and creating a transparent improvement and ideas aggregation personality
framework of performance capturing, from the grassroots for evaluation at the across
appraisal, appreciation and remuneration. constituents
highest level of the organisation in the
We believe that by extending shortest time.
engagement appraisal from human When all these realities come together,
opinion to a stable process, we would we will have laid the foundation to
be enhancing their confidence in graduate to sustained outperformance,
the organisation’s objectivity and a making BCML a great place to work in.
standardised approach servicing as a
common reference point. We believe

Annual Report 2019-20 | 35